A manufacturer's success in the marketplace is contingent in part on its ability to energize its downstream channel members in support of its brands. Gaining the focused effort of the reseller's sales personnel is particularly important, and this has become increasingly challenging as resellers broaden their brand portfolios in the wake of industry consolidation. This study reveals a motivating influence that can potentially be harnessed by both manufacturer and channel member: identification. Using a multilevel analysis, the authors explore the sometimes conflicting impact of salesperson brand identification, salesperson organizational identification, and manufacturer–channel member control system alignment on brand and channel member sales performance. The authors also examine favorable extra-role consequences of salesperson brand identification. The results show that while organizational identification strengthens salesperson adherence to controls, brand identification can increase salesperson effort behind a specific brand, and ultimately improved brand performance, even in the face of control systems to the contrary. This suggests that suppliers can exercise influence over the reseller's sales force by strengthening the psychological connection between their brands and reseller sales personnel.